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1 employee participation
HRthe involvement of workers in decision making. Employee participation can take either a representational or direct form. Representation takes place through bodies such as consultative committees. Direct participation can be achieved through communication methods such as newsletters, employee attitude surveys, team briefing, and open-book management, or through involvement initiatives such as self-managed teams, suggestion programs, and quality circles. -
2 employee commitment
HRthe psychological bond of an employee to an organization, the strength of which depends on the degree of employee involvement, employee loyalty, and belief in the values of the organization. Employee commitment was badly damaged in the late 20th century during corporate reorganizations and downsizing, which undermined job security and resulted in fewer promotion opportunities. This led to the renegotiation of the psychological contract and the need to develop strategies for increasing commitment. These included flexible working and work-life balance policies, teamwork, training and development, employee participation, and empowerment. -
3 employee ownership
HRthe possession of shares in a company, in whole or in part, by the workers. There are various forms of employee ownership that give employees a greater or lesser stake in the business. These include: employee stock ownership plans, employee buyouts, cooperatives, and employee trusts. Ownership does not necessarily lead to greater employee participation in decision making, although the evidence suggests that where employees are involved in this, the company is more successful. -
4 employee involvement
HRa variety of management practices centered on empowerment and trust that are designed to increase employee commitment to organizational objectives and performance improvement. The term employee involvement is often used interchangeably with employee participation, but employee involvement practices tend to take place at individual or workgroup level, rather than at higher decision making levels. -
5 Hawthorne experiments
Gen Mgta series of studies undertaken at the Hawthorne plant of Western Electric in the United States from which Elton Mayo concluded that an approach emphasizing employee participation can improve productivity. The Hawthorne experiments began in 1924 as a study conducted by the National Research Council into the relationship between workplace lighting and employee efficiency, and was then extended to include wage incentives and rest periods. It was found that whatever variations were applied upward or downward, output rose, and this was termed the Hawthorne effect. The increased productivity was attributed to several causes, including small group size, earnings, the novelty of being part of an experiment, and the increased attention given to the employees being studied. The style of the supervisor, which was relaxed and friendly, in contrast to the then standard practice, was found to be particularly important. In a second group of employees, however, it was observed that, as the experiments progressed, output was restricted, and that whatever the incentive, the group showed a resistance to it. In 1929, and 1930, Elton Mayo visited Hawthorne. He linked supervisory style and levels of morale with productivity. High productivity resulted from an engaged supervisory style that encouraged participation. Low productivity resulted when a supervisor remained remote and retained a traditional supervisory role. The Hawthorne experiments established the importance of management style and interpersonal skills to organizational success. -
6 management style
Gen Mgtthe general manner, outlook, attitude, and behavior of a manager in his or her dealings with subordinates. Organizations may have, or seek to have, distinctive management styles, and sometimes train employees to try to ensure that a preferred style, fitting in with the desired corporate culture, is always used. Management styles can vary widely between extremes of control and consultation. The latter are generally thought to encourage degrees of employee participation in management with consequently improved employee commitment, employee involvement, and empowerment. More participatory styles are also usually related to more open organizational cultures and flatter organizational structures. One well-known instrument for distinguishing individual management styles is Robert Blake’s and Jane Mouton’s Managerial Grid™. -
7 Scanlon plan
HRa type of gain sharing plan that pays a bonus to employees for incremental improvements. The Scanlon plan was developed by Joseph N. Scanlon in the 1930s. A typical Scanlon plan includes an employee suggestion program, a committee system, and a formula-based bonus system. The simplest formula is: base ratio = HR payroll costs divided by net sales or production value. A Scanlon organization is characterized by teamwork and employee participation. A bonus is paid when the current ratio is better than that of the base period. A Scanlon plan focuses attention on the variables over which the organization and its employees have some control. -
8 Theory E
Gen Mgta mechanism for bringing about change in an organization through the creation of economic value and improved profits for the shareholders. Theory E has the single goal of satisfying the financial markets with a top-down approach style of leadership from the chief executive. Theory E may be contrasted with Theory O, which involves employee empowerment and employee participation in leadership. -
9 Theory Z
Gen Mgta management theory based on the assumption that greater employee involvement leads to greater productivity. Theory Z was proposed by Douglas McGregor shortly before his death in an attempt to address the criticisms of his Theory X and Theory Y. McGregor’s ideas were expanded by William Ouchi in his book Theory Z (1981), reflecting the Japanese approach to human resource management (see HRM). Theory Z advocates greater employee participation in management, greater recognition of employees’ contributions, better career prospects and security of employment, and greater mutual respect between employees and managers. -
10 worker director
HRan employee raised to executive status within an organization, usually as part of a structured program of employee participation in management. A worker director usually represents the views of staff at board level. -
11 bottom-up approach
Gen Mgta consultative leadership style that promotes employee participation at all levels in decision making and problem solving. A bottom-up approach to leadership is associated with flat organizations and the empowerment of employees. It can encourage creativity and flexibility and is the opposite of a top-down approach. -
12 human relations
HRan interdisciplinary study of social relations in the workplace that embraces sociology, social anthropology, and social psychology. The human relations movement presents a counterpoint to the scientific management view that focuses on maximizing the productivity and income of individual manual workers and on the separation of mental and physical work between management and workers. In contrast, supporters of the human relations movement believe that workers want to feel part of a team with socially supportive relationships and to grow and develop. Motivation, communication, employee participation, and leadership are significant issues. -
13 industrial democracy
(U.K.) HRa way of running an organization that involves employees in strategy and decision making. Industrial democracy involves employee participation in management, which empowers employees and aids motivation. It can be facilitated by such setups as consultation committees. In an industrial democracy, workers should not only share in inputs to the running of the organization but also in its outputs, for example, by taking part in a profit-sharing plan. -
14 Mayo, Elton
(1880–1949) Gen MgtAustralian psychologist and academic. Responsible for finding, through the Hawthorne experiments, that job satisfaction increases through employee participation in decision making, rather than through short-term incentives. The results of the Hawthorne studies were published in Mayo’s The Human Problems of an Industrial Civilization (1933), and were further publicized by one of his collaborators, Fritz Jules Roethlisberger. Mayo is recognized as the founder of the human relations school of management.In the early part of his career, Mayo studied in London and Edinburgh and taught at Queensland University. He arrived in the United States in 1923 and worked at the University of Pennsylvania before moving to Harvard. It was while he was at Harvard that Mayo became involved in the Hawthorne Studies. -
15 Theory O
Gen Mgta mechanism for organizational change based on developing corporate culture and human capability through personal and organizational learning. Theory O involves fostering a culture that encourages employees to find their own solutions to problems through empowerment and participative leadership. Theory O contrasts with Theory E, which involves a top-down approach style of leadership rather than employee participation. -
16 zero defects
Opsa quality philosophy according to which organizations aim to produce goods that are 100% perfect. Zero defects was developed during the early 1960s in the United States by Philip Crosby while he was working for the Martin-Marietta Corporation. The aim is to eliminate the smallest defects at each process stage. It requires a high level of employee participation. When introduced in Japan it merged with quality circle concepts. -
17 family friendly policy
HRa variety of working practices designed to enable employees to achieve a satisfactory work-life balance. A family friendly policy is often introduced by an organization to facilitate the reintroduction of women with children into the workplace. Equal opportunities legislation and corporate good practice, however, require that such a policy is open to all employees. Typically, a family friendly policy will allow for a variety of flexible working practices and may go further by providing childcare or eldercare facilities, or paid time off for participation in community activities as part of a community involvement program. Although the introduction of a family friendly policy may initially be expensive, benefits to the organization, including improved employee retention and higher motivation and job satisfaction levels, are believed to offset these costs. -
18 on-the-job training
HRtraining given to employees in the workplace as they perform everyday work activities. On-the-job training is based on the principle of learning by doing and includes demonstration and explanation by a more experienced employee, supervisor, or manager; performance of tasks under supervision; and the provision of appropriate feedback. On-the-job training is sometimes informally referred to as sitting with Nellie. Types of on-the-job training include coaching, delegation, job rotation, secondment, and participation in special projects. -
19 suggestion program
HRa policy designed to encourage employees to generate ideas or proposals that improve work processes, for which they receive a gift or cash reward. The objective of a suggestion program is to promote employee involvement, creative thinking, and continuous improvement. Its success can be evaluated in terms of the participation rate, or by the level of cost savings, but there may be an incalculable beneficial effect on sales, customer loyalty, retention of employees, and motivation.
См. также в других словарях:
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